Performance appraisals do not impact employee productivity: Survey

Performance appraisals do not impact employee productivity: Survey

In a survey of nearly 1,050 working professionals by TimesJobs on performance appraisals, 70% respondents said their bosses are not serious enough regarding the process and 65% feel it is not a true reflection of their work.

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No resume, no interview, no biases: Will this new hiring concept catch on?

Blind hiring is slowly making its way into the Indian recruitment market, where an applicant will be hired solely on the basis of analytical tests online.

By M Saraswathy

Consider this. You apply for a vacancy at a technology company and complete a series of online tests before being hired. No resume. No interview.

It’s a concept called blind hiring and is slowly making its way into the Indian recruitment market. An applicant will be hired on the basis of analytical tests to assess their competence and all that matters is a candidate’s suitability for a particular role, said Aditya Narayan Mishra, Chief Executive Officer of CIEL HR Services.

It could even be seen as a way to promote diversity in the workplace as the method rules out discrimination on the basis of religion, gender, race or qualifications.

Human resource experts say that no matter how rational an interviewer is, biases often creep into the recruitment process. In the engineering sector, women are often overlooked for particular roles.

At some companies, married women are not preferred in anticipation of a pregnancy and the maternity leave that will follow.

Blind hiring seeks to negate these biases and view all candidates through the same lens. The interviewer does not meet the candidates and their details are not disclosed.

“They are put through multiple aptitude tests and are hired based on their capabilities,” Mishra said. “You do not see where they worked and the degrees they possess.”

He said that such hiring practices are suitable for startups and new-age companies which hire for niche roles, adding that it is still early days for the concept.

It may be a while before this concept catches on at larger organisations, but HR outsourcing firms have already received requests from several Bangalore-headquartered startups to help build the ecosystem for blind hiring.

Companies are also seeing a cost advantage in being able to hire the right candidate in quicker time without having to spend time and money on travel.

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The year 2017 belongs to HR data experts

The year 2017 belongs to HR data experts

Human resources departments around the world will experience profound shifts during the next few years, and it’s all being driven by a single factor — data.

Just as data and the insights it provides has changed many areas of business, it will change the way organisations recruit and manage their staff. The potential benefits for those who get it right are massive.

As we enter 2017 with the knowledge that HR must be able to show credible data relating to factors such as productivity, engagement, and performance.

Let’s check out three critical elements that will feature in your journey as HR Data Ninja:

Data-driven recruitment and management
Rather than using job descriptions, HR departments will increasingly focus their recruitment activity on staff profiles. These profiles will be based on high-performing people already within the organisation. What qualifications do they have? What experience do they bring? What personality traits do they possess?

A new data-driven approach will be taken for staff management too. Rather than promoting people on personal intuition or pressure from managers, decisions will be based on data gathered about their actual performance. Who has consistently met sales forecasts? Who has suggested productivity changes? Who is outperforming?

Such data will be constantly gathered and used to ensure decisions are based on solid evidence rather than intuition or personal opinion.

Looking into the crystal ball: Predictive analytics take charge for performance management
Ultimately, businesses want more productive employees. In an age where every dollar is important, raising employees’ productivity allows you to get more output for the same investment to drive your business forward.

In order to really utilize their employees’ best skills, businesses will look at their workers’ behavior more closely. Are they engaged? Are they happy? What interests them to stay involved within the company? We will see that cloud-based systems will take talent and succession-planning data, to help predict and make intelligent next-role recommendations and connect employees with mentors to help prepare them for that particular role.

Analytics can answer questions you might have thought previously impossible. Predictive analytics not only leads to the source of the breakdown, but also provides forward-looking insights that illustrate how an issue or employee may evolve.

Scouting the players: Businesses will get in the competitor game by identifying with consumers

In 2017, chief human resource officers (CHROs) will recognize that modern, intuitive application user interfaces and consumer friendly applications matter more than ever in the year ahead. While you can put a price on the cost it takes to integrate user experience into your solutions, the value gained from providing a simple, intuitive interface is unquantifiable. This is why many CHROs are looking for ways to create quality experiences that will delight instead of frustrate employees. \

Digital solutions are your gateway to collecting and analysing quality data. So, through the information gleaned from your digital HCM software, businesses will be able to determine how to best align talent strategies to business objectives and remain a top competitor in the workplace.

2017 is going to be an exciting, change-filled year. Through embracing the opportunities of data and analytics, the HR department of 2017 and beyond will become an even more vital resource for successful organisations. Here’s to 2017, Data Ninjas!

By Yazad Dalal

The writer is Head of HCM Cloud Applications, Oracle Asia Pacific

Recruitment process becoming fun with ‘Gamification’: Experts

Recruitment process is evolving from interviews and group discussions to a process of using game mechanics, that makes the entire process fun and engaging helping employers find the right candidate, experts say.

“Specifically in the recruitment process, companies have started using coding marathons, hacking events, complex problem solving against time, solving cryptic puzzles as part of their recruitment process,” TeamLease Services Business Head, IT, Stanley Deepak told PTI here.

He said, this helps them assess the engagement levels of the candidate towards their respective organisation, assess the competitive streak of the prospective employee to succeed, how well they work under pressure, how well do candidates align themselves to think out of the box and provide solutions to different scenarios.

Gamification as a concept started in Britain in 2002, but gained popularity only in 2010.

While Gamification was and is being used widely only in marketing and brand building, in 2012, companies began looking at this as a concept to identify engagement levels of employees within the organisation.

“Not sure when this was adopted in India but captive MNCs or product startups have been using certain aspects of Gamification as a process of identifying talent, as one of the elimination process in the recruitment cycle, introducing the organisation to the new employee, selling the role and the company to a prospective candidate,” Deepak added.

This is mainly used by the IT and hospitality sector for recruitment across all levels, however, it can be extended to all industry segments. It’s a question of adapting and embracing this as a facilitator for recruitment, he opined.

Going forward, he said, Gamification as a tool can be used more effectively across various HR functions like to assess training needs of employees, better employee utilisation based on their skills and capability, to minimise offer drop out of prospective candidates among others.

Echoing a similar view, CIEL HR Services CEO Aditya Narayan Mishra said, Gamification is a tool is being used in the last three years in a significant way by IT and technology companies have in the recent past, especially for entry and mid-level roles.

A Perfect 10: How To Increase Recruiter Productivity By 200%

A Perfect 10: How To Increase Recruiter Productivity By 200%

Here’s are some common laments of the typical recruiter:

  • “It takes too much time.”
  • “Finding top candidates is difficult.”
  • “Interviewing is hard.”
  • “Hiring managers are uncooperative.”

And they’re right. Hiring top people is difficult work. It’s time- consuming. It’s hard. But hiring is also supposedly number one. It’s the most important thing companies need to do to become better. Accounting is also hard, and that’s not even number one ó it’s probably closer to number seven. Developing new products is time consuming and often leads to dead ends, and no one who works there is appreciated. Selling is frustrating and demotivating, and salespeople are under constant pressure to perform. Managing a department or a company is also hard, frustrating, and time consuming. So go ahead and complain, but it won’t help. Hiring the best is still number one ó and if you want to be part of this awesome responsibility, you’d better accept that it will be hard, frustrating, and time consuming. But there are ways to make it much easier. Here are two things you can do to make your life as a recruiter less time consuming and more productive. First, stop spending any time at all with below-average candidates. Good recruiters can’t afford to ever spend a second with an unqualified person. Second, stop sending out average candidates or the wrong candidates to be interviewed. You should never send out more than three or four candidates for any assignment. How much time is spent doing searches over again? This is an even bigger time-waster than talking with unqualified candidates. Just these two changes will give you all the time you need to find good candidates. I’ll explain how to stop dealing with the “unqualifieds” in a future article, but the trick is to use technology, more admin support, and the latest pre-qualification techniques ó before the candidate ever pops up on your new candidate availability list. Doing this is actually quite easy, but keeping to the three or four candidate “send-outs” per hire requires more effort. The rewards, however, are enormous. Some recruiters will be able to handle up to 200% the number of assignments they handled previously. One of our clients reduced send-outs per hire from six to two for call-center reps just by implementing the following advice. Sending out more than three or four candidates for any assignment really means that either the recruiter or the hiring manager doesn’t know what they’re looking for. So whenever you go above four send-outs per hire, stop the search and figure out what the hiring manager is really looking for. This is where the recruiting manager must intervene. Preparing a performance profile describing the real job will help (see my articles on how to prepare performance profiles). This is the secret behind every efficient search: knowing the real factors that drive job success. With this, you have a legitimate chance to find some good candidates. But you’ll never need more than four.

             The 10 Core Traits of Success With the performance profile as the benchmark for top performance, have the recruiter and hiring manager rank every candidate on the following 10 factors on a 1 to 5 scale, with 5 being the best. These are the core traits of success that every interviewer must be able to assess if they’re given the responsibility of interviewing candidates.

  1. Self-motivation, initiative, and work-ethic as measured by conducting my one-question interview for three to four different team and individual accomplishments.
  2. Growth trend of team and individual accomplishments. Layout these three to four accomplishments on a time scale and see if the trend is up, down, or flat.
  3. Comparability of past accomplishments. Compare what the candidate has accomplished to what you need done. This is what the recruiter and hiring manager defined as successful job performance when they met after the first slate of candidates was deemed sub-par.
  4. Experience, education, industry background, skills. You need some experience for just about every job, but don’t go overboard. The bare minimum with great potential is often the best trade-off.
  5. Thinking skills. Job-specific problem solving. Ask the candidate how they would solve real job problems and then get into a real discussion of alternatives. This is my favorite interview question.
  6. Management, planning, and organizational skills. Every job requires some level of organizational skills, so make sure you ask about this during your questions.
  7. Team skills. This relates to Daniel Goleman’s “emotional intelligence.” It refers to the ability to work with others. I assign a 1 to those who are uncooperative or demotivating, a 3 to those who proactively cooperate, and a 5 to those who can persuade and motivate others. It is not measured by first impressions and personality.
  8. Leadership. This has to do with the ability to communicate a vision and then make it happen. It is a relative measure that needs to be compared to the size and scope of the job.
  9. Environment and cultural fit. This is critical. In your questions, make sure you know the underlying environment of the candidate’s major accomplishments. Then compare this to your own situation. This is not measured by first impressions and personality.
  10. Overall talent and potential. This is a combination of everything, including intuition and gut feel. But emphasize work ethic, trend of growth of accomplishments, and team leadership. This is not measured by intelligence, assertiveness, and verbal communication skills.

Recruiters need to rank their candidates on these 10 factors. Proof must be provided for all 4s and 5s. Use examples from actual accomplishments to justify the rankings. Then send this ranking form along with the candidate’s resume to the hiring manager. Make it a rule that hiring managers must disprove a 4 or 5 ranking before dismissing a candidate. Disproof is found by digging deep into a candidate’s background and demonstrating that what’s described is actually not as advertised. Surprisingly, in the process of proving and disproving a more accurate assessment often emerges. If it turns out that the candidates the recruiting department is sending out are weak, you’ve discovered that the problem is weak sourcing ó not weak interviewing skills. This is great information to know. You’ve just eliminated a major time-waster and improved hiring efficiency at the same time. Now you can go about improving the quality of each sourcing channel. We’ll discuss how you can do this in future articles. For now, start comparing the recruiter and hiring manager 10-factor assessment for the same candidate in combination with send-outs per hire by recruiter.

If you’re a manager, it’s important to always intervene if there is a wide discrepancy between assessments or when the number of send-outs exceeds five per assignment. It’s a clue that something’s amiss. This is how you can use metrics to manage yourself or a recruiting department. As a result, you’ll also improve cost per hire, quality per hire, and time to fill. What I propose might not be the most sophisticated means to measure candidate quality, but it’s something you can implement quickly. It’s far better than complaining and making excuses. The best performers are always improving processes. The best recruiters need to do the same.


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India among most optimistic globally on hiring

NEW DELHI: Indian employers are the fourth most optimistic globally about hiring plans for the next three months but opportunities for job seekers are likely to be fewer than last year, says a survey.

According to ManpowerGroup Employment Outlook Survey released today by ManpowerGroup, the sample size of 4,389 employers across India noted that a net 18 per cent of employers are anticipating an actual rise in their staffing numbers.

India’s Net Employment Outlook has now dipped by varying margins for five consecutive quarters.

Globally, the most optimistic hiring plans were reported by Taiwan where 24 per cent employers are bullish about their recruitment plans, followed by Japan (23 per cent) and Slovenia (22 per cent) in the second and third positions, respectively.

“The hiring outlook will move at a slow but steady pace as Indian companies gauge the impact of the ongoing global slowdown compounded by automation in the IT sector and talent scarcity for niche skills. However, there will be great demand for high-skill jobs for the new positions created by automation,” ManpowerGroup India Group Managing Director A G Rao said.

Rao further added, “Today companies are moving towards artificial intelligence and are best utilising technology to drive innovation in order to support the successful integration of new technology. In the current employment scenario, job-seekers need to up-skill and diversify into new areas”.

As per the survey, workforce gains are anticipated in all seven industry sectors during the coming quarter and strongest hiring prospects are reported in the services sector where employers report a net employment outlook of 22 per cent.

However, when compared to the year-ago period, hiring outlook has declined in all seven industry sectors.

Region-wise, the strongest labour market forecast was for the South, where net employment outlook is 29 per cent. Steady payroll gains are also expected in the North and the West, with hiring outlooks of 18 per cent and 15 per cent, while the outlook for the East stood at 12 per cent.

Globally, opportunities for job seekers are expected to remain similar to those available in the first three months of 2017, with employers in most countries and territories signalling that they are content to either maintain current staffing levels or engage in modest levels of payroll growth while they monitor ongoing developments in the marketplace.

As per the global survey of over 59,000 employers, companies in 39 of 43 countries and territories intend to add to their payrolls by varying degrees in the April-June time frame.